Report of the WASPA`s Good Practices - WASPA

Transcription

WATER SERVICES PROVIDERS ASSOCIATION (WASPA)
MAJI HOUSE, 5TH FLOOR, ROOM 561; P.O. BOX 25642-00100, GPO NAIROBI
TEL: (020)-2712285/ 2716103 Ext.42190; FAX: 2712267
Email: waspa@africaonline.co.ke
Report of the WASPA’s Good Practices Dissemination & Awards
Workshop:
“Acknowledging Exemplary Performance of Water Services Providers”
November 5th 2015
Pan Afric Hotel Nairobi
TEL: (020)-2712285/ 2716103 Ext.42190; FAX: 2712267
The WASPA Chairman welcomes the workshop delegation:
Introduction:
In 2012, WASPA embarked on an intensive utility-led ‘peer-to-peer’ benchmarking programme –
supported by Vitens Evides International (VEI), VEWIN (WASPA counterpart in The Netherlands)
SNV Kenya, Kenya Water Institute (KEWI) and other partners (WASREB and GIZ). Through a yearly
performance assessment (comparison) exercise1 -acquired insight in utility performance2 and
‘leading practices’ of peers- serves to support you in developing or refining utility-specific
Performance Improvement Plans (PIPs). The good practices dissemination and awards workshop
was organized in Nairobi, Kenya, on 5 November 2015 with a view to acknowledge achievements of
trendsetters in the Peer-to-Peer Learning under the 4 year WASPA benchmark program.
1 Printout of the ±50 PI graphs (pertaining to NRW, Cost Recovery and Service Levels) disseminated to participants.
2 And underlying work processes, behavioral and capacity constraints.
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The event was organized to achieve the following broad goal; to unravel the (internal and external)
actors and factors that contributed to the development/initiation of the ‘leading practices’ (i.r.t.
‘NRW’, ‘Cost Recovery’, ‘Service Levels’ or related topics i.e. GIS, KEWI training in use of NRW
equipment e.g. in meter calibration), how were (which hurdles) overcome?
Specific objectives of the workshop included:
I.
Disseminating the emerging leading practices of front runners to date;
II.
Acknowledging the positive participation of the growing number of utilities that made the
initiative a success.
III.
Motivating other WASPA members to be part of the broad peer-to-peer learning curve
organized as a collective effort of the utilities by the Association.
IV.
Strengthen networking and collaboration of key stakeholders (including partners) in the
water services sector in the efforts to address performance of water & sewer services utilities
in Kenya.
This was also during the official closure of the four-year EU-funded ‘Benchmarking and Collective
Learning’ programme, 603 representatives from Water Service Providers (WSPs) across the country
and lead financing and implementing partners gathered in Nairobi to celebrate achieved
improvements in utility performance.
Sharing of theme - specific lead practices 4 and awards:
NRW Management/reductions:
NB: The Best improved or trendsetter in NRW reduction/Management award was presented to
Oloolaiser by Luuk Veens, Financial Director VEI:
1. GIS in Asset Management & Development by Muranga WSP: the sharing highlighted the
following:
Need for GIS in the utility:
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Need to Know location pipe networks within the area of jurisdiction (types, sizes)
Need to Know spatial locations of water appurtenance e.g. Sluice valves, Air valves,
washout.
 Rerouting and zoning exercise (Great importance during meter reading and NRW
monitoring exercise)
 Determining water and sewerage area coverage and priority areas.
 To show pressure distribution, burst and leakages prone area within system for appropriate
action.
Recommended GIS for the following uses:
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To generate maps and layouts for water and sanitation project proposals.
3 See attached Annex 1 with Participants list.
4 See attached Program annex 2
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Planning of water development in relation to other town infrastructures like roads, power
and telecommunication.
Development of hydraulic models for water supply system which give the effect of any
alteration on the system.
2. From talking to reducing NRW by Oloolaiser WSP: the sharing highlighted the following:
Factors necessitating action in the utility:
 Increased Non Revenue Water Levels both Physical & Commercial Losses
 Non digitized systems/Networks
 Increased water demand vis a vis supply
 Lack of Capacity in addressing NRW challenges strategically
 Increased Costs / Expenditure vis a vis revenue collection
Factors and actors necessitating success in NRW interventions;
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Willingness to learn from others
Peer to Peer sharing and learning from others – Meter testing from Nyeri; GIS from Kericho;
Good workmanship and quality materials from Embu
District Metered Area (DMA) approach – developed 5 pilot areas, currently doing 10
Development of Performance Improvement Plans
Capacity Building, Tools and Fittings Support for DMA isolations – from Partners i.e. Vitens
Evides, WASPA and KEWI
Culture change levels improved;
Caretaker system adopted on established DMAs
Bulk SMS system adopted for ease of communication
Endeavor to increase customer satisfaction
3. System Hydraulic Modeling by Kisumu WSP: the sharing highlighted the following:
Why use a hydraulic model?
There are two ways to use a hydraulic model:
 For operational studies
 For strategic scenario studies
Operational examples:
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Locate and quantify NRW (the difference between expected and real pressures and flows)
See the effects of operating valves in the network (e.g. when a pipe or area has to be shut
down for maintenance)
Optimisation of the operation of reservoirs, pumps and tanks in the system (Dunga / Kajulu
/ Kibuye / Watson etc.)
Determine whether there is enough pressure for new connections
TEL: (020)-2712285/ 2716103 Ext.42190; FAX: 2712267
Strategic examples:
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Study the effects of future extensions, growing demand per connection and decrease of
NRW on the whole system i.e. scenario studies
 Determine the necessary local adjustments for new connections in new areas for the next
years
 Plan and improve a system's hydraulic performance
 Calculate the required specifications for new pipelines, pumps and tanks
Kiwasco’s hydraulic model;
The model is integrated with GIS through GIS-centic hydraulic modeling software [Epanet]; Why?
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GIS provides up-to-date information
Reduced response time in reconstruction of a model
Used to manage attribute data of hydraulic model input sources[easy manipulation of data]
Service Levels Improvements:
NB: The Best improved or trendsetter in Service Level improvement award was presented to Meru
WSP by Eng. Robert Gakubia – CEO WASREB:
4. Consumer Satisfaction Survey by Nakuru WSP: the sharing highlighted the following:
The general goal of the Customer Satisfaction Survey (CSS) in Nakuru WSP is usually to:
 Assessing what Nawassco customers feel of the service delivery.
 Identifying opportunities to improve the customer’s relations.
 Assessing the customers’ satisfaction levels and ways of boosting it.
Outcomes and observations for improvements:
 Improve system, speed and efficiency in response to customer complaints.
TEL: (020)-2712285/ 2716103 Ext.42190; FAX: 2712267
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Expand the prepaid metering services in Low Income areas to allow greater reduction of
water loss and also prudent management to maximize company earnings.
Allow for community involvement in water projects and also offer clear information on the
same especially in cases of partnerships with CDF and other potential donors and partners.
Improve water and sanitation services
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Staff computer literacy levels were low
Lack of enough computer equipment
Lack of supervisors full support of the system
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5. The “Customer is King” by Meru WSP- Why an integrated system in customer
management?: the sharing highlighted the following:
Manual system of customer complaints resolution in MEWASS was prone to
 Missing documents, time wasting in tracing the level of customer issue resolution and lack
of accurate and timely reports on the customer issue resolution.
 Lack of ease of cross referencing in different aspects of customer details e.g. meter,
payment, profile, billing, meter readings, tariff and issues management.
With Customer Information Management System therefore realized;
 Efficient information sharing
 Reducing staff dependence while working
Challenges during implementation
6. Improved Consumer Dialogue by Mavoko WSP: the sharing highlighted the following:
Key factors in customer dialogue:
 Customer complaints (response time) and compliments - registration, tracking action
 Billing – accuracy, timeliness, disconnection notice
 Supply interruptions/failures
 Finance – ease of payments
 Stakeholder involvement in water issues
 Collaboration with WAGs
 Access to service existing and planned – new connections
 Cashless office – Mobile money, direct banking etc
Tools in place to improve dialogue:
 Hotline number – 0719 148866
 Email – info@mav-water.org
 Short code for bill query- 31155
 Stores-technical-customer care integrated platform in addition to billing software.
 Website
 MPESA payment platform
Results;
TEL: (020)-2712285/ 2716103 Ext.42190; FAX: 2712267
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Improved billing - 98% of our customers receive their bills
Cashless office – 85% domestic customers pay on MPESA hence reduction of cash risks,
improved banking and expenditure controls, reduced costs and/or improved revenues
Improved customer complaints registration – we have a stores-technical-customer care
integrated platform in addition to billing software.
100% of complaints registered through the system real-time – enhanced data accuracy
100% complaints updated through the system – greater accountability
Reduction on customer complains related to undelivered bills.
Significant reduction in expenses, cost for printing and delivery has been eliminated.
Re-focus of meter readers in more productive areas
Customers can access and re-print the bills.
Customers have access to their bills irrespective of location.
Operations & Maintenance Cost Recovery:
NB: The Best improved or trendsetter in O&M Cost coverage improvement award was
presented to Embu WSP by Dirk Schaefer (Program Manager - GIZ)
7. ICT in Billing, collection & communication by Embu WSP: the sharing highlighted the
following:
ICT systems in place:
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Accounting software - Sage pastel
Billing software – Majics
SMS biling
GIS software
Mpesa for collection
ACCOUNTING SOFTWARE
 EWASCO uses sage pastel for its accounting software which has following modules:
 Accounting module - Made reporting easy, multiple reports
 Payroll module – Easily uploaded into the accounting module by click of button payroll
updated
 Human resource module – To manage human resource data thus able to have all staff data
centrally
 Stock management module – linked directly into system upon issue of stocks they are
updated
All modules are linked into system
EWASCO started using SMS billing in 2010.
Benefits:
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Cost effective a bill costs Ksh 1 instead of postage cost of Kshs 30
TEL: (020)-2712285/ 2716103 Ext.42190; FAX: 2712267
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Saves time to send bills only seconds and batch of bills are sent
Easy to communicate with all customers now have all contact for the customers
Maintains report of bills sent for reference
8. Integrating Technology in water & sewer bill payment By Nairobi CWSC: highlights Leveraging on Technology with various tools;
I.
Mobile field Assistant (MFA)
• For monitoring and managing field operations by
• Meter readings
• Disconnections and reconnections processes
• Customer contracting module in preparation
II.
Jisomee Mita
• The system allows the customer to use a basic mobile phone to:
• Submit Meter Readings by SMS
• To have multiple billing in one cycle (a month)
• Pay for Water as they use
• Query Account Balance
• Pay loan
• Add/Remove another phone from the account
III.
E-billing
Starting 1st January 2015, all bills for customers are now sent electronically i.e.
a. SMS billing
b. Email (PDF) billing especially for corporate customers
c. Over 170,000 customers have registered for e-billing
IV.
Automatic water dispensers
a. 4 ATM water dispensers installed in Mathare Mashimoni on pilot
V.
Maji voice
a. It is a mobile based customer complaint handling and management system
b. A platform for two-way communications between citizens and water providers
using affordable, accessible and user-friendly technologies; developed by WASREB
with support of World Bank
c. In NCWSC the workflow is based on the customer service charter; For NCWSC
customers access MAJIVOICE through USSD *888# on mobile phones
VI.
Tambua services
• “Tambua services” assist in identifying imposters who masquerade as employees of
NCWSC
• SMS sent through USSD *888#
• Media campaigns have been done to educate customers
TEL: (020)-2712285/ 2716103 Ext.42190; FAX: 2712267
Imposters have been arrested with the support of customers
•
Revenue Collection (KES Billions)
Annual revenue collection trend
9.
Issues:
•
•
•
•
•
7
6
5
4
3
3.31
4.29
4.87
5.31
6.17
6.73
2
1
0
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
Increase in O&M Cost coverage by Kericho WSP: highlighted the following Everyone clueless of the Spatial Location of most assets.
High NRW – Less Billings/Revenue Collection;
Poor Customer Management/Communication - Complain Resolution;
Porous and Poor Customer Data Base;
Very high O&M costs.
• Poor Data Management and Wrong Reporting.
• Change Management and Integrity issues among staff.
TEL: (020)-2712285/ 2716103 Ext.42190; FAX: 2712267
Process:
a. Customer Identification Survey (CIS);
• Billing problems for correction.
• Leaking pipes.
• Unbilled metered connections.
• Potential customers.
• Illegal connections.
• Contacts and details of customers.
• Unfulfilled reconnection request.
b. Integrity Management Toolbox (IM);
• Integrity change process.
• Operation
and
Performance
• Integrity Instruments.
Improvement.
• Integrity Risks.
• Team Work
• Change management.
c. Job Cards
• All outdoor staffs capture all their works in a job-card with coordinates and materials used.
d. Strategic Mass Disconnection
• Timely action time;
• Result oriented;
• Proper planning and execution;
Production & billing in M3
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Technical Manager from KEWASCO, Eng Peter Karanja responding to questions regarding “how do you ensure
sustained improved integrity among staffs?” during good practices awards diner Nov, 2015
Way forward on the WASPA benchmark program:
Following successful actualization of the WASPA’s utility led benchmark program in the Financial
Year 2013/2014 and with growing of participation of the utilities reaching 28 WSPs, plans are
underway to;
 Accommodate all interested (voluntary) WSPs in coming years; in deed WSPs participating
will have a broad range of peers with similar contextual similarities with whom to learn
from;
 WASPA is making heady steps to improve the capacity of the secretariat to manage the
processes especially those of data management (collection, analysis & presentation) and to
be able to provide need – based and targeted support to the WSPs to enhance their
performance improvement agenda. This will include among others;
o Support in use of NRW reduction equipments available within the Association;
o In house and on the field trainings on identified topics;
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Facilitation of technical task group activities bringing together WSPs participating in
the peer learning curve;
WSPs will fully finance (through - WASREB has allowed for tariff approvals) PIP
implementation costs as well participation charges for those WSPs continuing in the peer to
peer benchmark program; this is envisaged to be in line with WSPs own yearly priority
plans
as
will
be
reflected
in
their
Regular
Adjusted
Tariffs;
o
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WASPA’s NTA’s explaining to WSPs and partners on the realized targets under the EU financed period
and on the future outlook of the benchmark program
WASPA aims at continuing to mobilize for necessary technical assistance from lead
implementing partners among them VEI, SNV and KEWI especially under the auspices of
‘Performance Enhancement of Water Utilities in Kenya (PEWAK) through benchmarking,
collective learning and innovative financing (RVO)’.
It is forecast that 25 participating WSPs will show better than average performance (i.e.
NRW), including a sales increase of 15% and improved service levels (i.e. pro-poor focus).
WASPA will be investing in pro – poor support to WSPs. Accelerated improvement in (propoor) water and sanitation services to Low Income Areas households, with access strategies
developed for at least 750,000 people
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Other Words of encouragement:
By Resident Project Manager – Reint Jan (VEI)
In a continuous effort to improve the quality of water and sanitation services to the Kenyan public,
the results of a yearly performance assessment (comparison) exercise is guiding WSPs in
identifying- and replicating ‘leading practices’ of peers in their own utility-specific context. The
Water Services Provider Association (WASPA) has been spearheading the € 1,2M capacity
development programme.
Resident Project Manager – Reint Jan (VEI) giving his observations and remarks
Vitens Evides International (VEI)5, VEWIN (association of water utilities in The Netherlands), SNV
Netherlands Development Organization, the Kenya Water Institute (KEWI), the Water Services
Regulatory Board (WASREB) and GIZ are providing capacity development services. Initially
targeting 9 WSPs6, voluntary participation has since increased to 27. WASPA will further scale-up
5
6
VEI is an international water operator, helping water companies in developing and transition countries to improve their
operational and financial performance in a sustainable manner.
Nyeri, Malindi, Murang’a, Thika, Isiolo, SiBo, Kericho, Nzoia and Oloolaiser Water.
TEL: (020)-2712285/ 2716103 Ext.42190; FAX: 2712267
the programme outreach and impact with financial and technical support from the Government of
The Netherlands, 25 WSPs, VEI, WASREB, the Water Services Trust Fund (WSTF), UNESCO-IHE and
SNV.
Key achievements, to date, include:
A. Qualitative results (leading utility)
 Establishment of dedicated Non Revenue Water teams (Nyeri) - leading to tangible
reductions in commercial (revenue) and physical (water) losses (Oloolaiser, Isiolo)
 Geographic Information System (GIS)-based utility management curriculum and training
center established (Kericho, KEWI)
 Debt management policies actualized by dedicated debt management teams (Nairobi,
Nakuru)
 Introduction of innovative technology in reducing billing costs and improve customer
convenience e.g. smart phone-based meter reading (Nairobi, Meru, Kericho), e-billing
(Embu), no cash in office policy (Kitale)
 Cost reducing energy efficiency improvement measures (Thika)
 Digitized registration and reduced response times to type-specific complaints (Meru)
 Appointment of pro-poor programme coordinators to spearhead service delivery
improvements to the un(der)served residents (Kisumu, Nakuru, Mombasa, Nairobi)
 Commercial financing for investments to reduce donor dependency (Murang’a, Embu,
Meru)
B. Quantitative results e.g. pertaining to NRW reduction
While the qualitative results are very encouraging, quantitative results/trends are also emerging.
The weighted NRW level for the participating WSPs, for example, reduced by 1-2% per year.
Oloolaiser (serving Ongata Rongai, among other satellite towns), for example, reduced NRW levels
within a designated pilot neighborhood from 66% to 44% in one year through meter
testing/servicing/replacement efforts. As a result, sales levels increased by more than 50% within
the pilot area and 20% (through up-scaling) at company level.
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Embu Water receiving an award for introducing SMS billing to the sector – hereby improving billing reliability,
collection (financial gain) and consumer convenience.
Home-grown solutions as the key to performance improvement
Eng. Philip Gichuki (WASPA Chairman, Nairobi Water Managing Director) highlighted that ‘the
programme is different (from other capacity development programmes) in that utilities are
learning from each other. They have been able to challenge each other so that they can improve in
identified priority areas hereby improving levels and sustainability of services by utilities in Kenya.
The good thing is: it has demonstrated there is a lot of knowledge among the members - that we can
learn from each other and replicate ‘leading practices’ in other utilities. If a utility has attained a
certain efficiency, why would others not be able to do so?’
Impact of the programme on Nairobi Water and its consumers?
1) Internally: appreciating the importance of (factual) data that you can rely on. This has enabled
utilities to realize their weak and strong points - to make decisions: what can be done to
improve on efficiency and quality of service. This is the approach that now is being taken by
most of the 27 participating utilities.
TEL: (020)-2712285/ 2716103 Ext.42190; FAX: 2712267
2) Peer-to-peer: utilities are better able to focus and prioritize performance improvement needs.
Everyone is talking about Non Revenue Water, for example. There are utilities who have now
units that are specifically focused on addressing NRW. We have heard utilities promoting
investments which are generating good financial returns (editor: e.g. meter testing/calibration/
servicing/replacement) and improving service levels.
3) Externally: the consumer is able to benefit from more efficient services (value for money),
improved access (supply hours, pressure, quality) through reinvested revenue and other
services e.g. SMS billing, bill querying and payment through mobile money.
In motivating the award of the contract to the consortium partners, Sanne Willems (Programme
Officer EU Delegation) reiterated the uniqueness character the programme: ‘We didn’t want to go
for capacity building in the traditional sense. We heard a lot today about consultants being sent to a
water company not really delivering what is expected. What we see now is that the change comes from
within. In the four years that the programme has been implemented, it’s is actually not going to stop
here. We can see that there has been a huge cultural change where it is not bad that to show that you
are not performing that well. It is actually good to show that you are not that well but that you are
working on improving. If you compare today with four years ago: a) the performance figures look
better in many cases i.e. real figures: truer picture, b) acknowledging where we stand we can make
huge improvements and we have seen a lot of these improvements today. The idea is not to bring
external knowledge to tell companies how to do it. They have a lot of knowledge but they have
different knowledge and bringing them together has resulted in what we hoped: that there is a
different way of working basically’. Benchmarking sounds abstract but we’ve heard concrete examples
of the benefits for consumers today: better customer service, much easier to pay bills (based on real
figures), network expansion through generated revenue’.
Harm Duiker (Country Director, SNV Netherlands Development Organization) added ‘selfregulation is the key word here. We can stimulate some change from outside, but the industry –the
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water companies- have to self-regulate their performance.
Kakamega Busia receiving an award for the extemporary contributions towards engaging local community in a
Public Private Community Partnership for sustainably managed water systems from Harm Duiker (Country
Director, SNV, Kenya)
Peer-to-peer learning through benchmarking is key, driven by the companies themselves (through
WASPA). What I have seen here today in the presentations it’s enormous what has happened in all
those companies compared to some years ago. I see really a momentum and a movement and healthy
competition (stimulated by awards)’.
The Programme Manager, Reint-Jan de Blois (Vitens Evides International) further emphasized the
complementary contribution of participating partners. ‘We have been working with GIZ and
WASREB who have helped to create a lot more transparency in the sector by putting sector
performance on the agenda, in the spotlight. Beginning to mirror utilities in terms of their
performance. Combined with this programme, utilities are increasingly internally questioning each
other and saying, ok, what needs to be done to achieve that performance improvement which we
ultimately all are trying to support as partners. That has been a unique combination which has turned
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out to be quite productive. For us as Vitens, VEI, we are also water operators. For us this is also a
learning experience. We don’t have the illusion that we are bringing in the solutions. We are learning
from our Kenyan peers - how to apply approaches technology in a different -Kenyan- context. That is
what the programme is celebrating’.
Dirk Schaeffer (Water Sector Reform Programme Manager, GIZ) further underlined the
complementarity value of ‘regulatory’ and ‘utility-led (peer-to-peer)’ benchmarking: ‘It’s
instrumental to have what WASREB has being doing as the regulator for so many years now, creating
that mindset that we need data in the sector, that you need transparency, that you publish that
information. This is slightly different from the approach that under this EU project but it is a perfect
combination. In addition to creating that national transparency and that accountability that comes
with it as the role of the regulator, a learning platform was introduced. You look at the data, analyze it
and you also provide a platform for exchange and learning. That is something which the utilities
amongst themselves have taken up. We’ve seen very strongly examples here and I think that the
combination of accountability that has come from regulatory benchmarking in addition to platform
that goes more into depth in understanding what want well, what goes wrong within the individual
utility and then also providing the platform for peer-to-peer learning. That is the added value which
really came in with this programme’.
The WASREB CEO, Eng. Robert Gakubia, underscored the value of the localized benchmarking
programme: ‘Many benches have been marked during foreign trips, while this benchmarking initiative
focuses on local solutions for local problems’.
Other Acknowledgements:
I.
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II.
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Nairobi CWSC was presented with an award for the promotion of Associative
Culture following;
Identified as lead WSP in motivating a positive networking amongst WSPs and
stakeholders both locally and internationally;
Promoted the interests of Kenya WSPs being the very largest 7 utility in Kenya
Eng Joseph Nguiguti formerly the Managing Director was presented with an award
for being the longest serving retired Managing Director following;
Spearheaded the formation of the Association as a voluntary membership
association of Kenyan water utilities;
This category of WSPs is established by WASREB as according to the number of connections. According to
WASREB’s IMPACT 8 Report Nairobi CWSC had a total of 522,141 connections .
7
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III.
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Has led Nyeri WSP towards achieving the sector benchmarks on performance
especially on NRW, O & M cost recovery and service levels. Nyeri WSP has over the
years being the best ranked WSP by WASREB.
Has been instrumental to provide managerial and technical mentorship to other
operators and utilities in their endeavor to performance improvements.
Nyeri WSP was presented with an award for being the most active member
following;
Has been prompt in payment of annual subscription fees as well as other levies
owed to the Association. Nyeri has since becoming a member paid up the
subscription fee by the first month July of every financial year;
Was identified as dynamic and active in all WASPA related activities i.e. bi monthly
meetings, Annual General Meetings, workshops/trainings, WASPA benchmark
program among others
Nyeri WSP has also closely liaised with the Association in the identification,
dissemination and sharing of technical and other best practices. It was observed
that majority of WSPs visited Nyeri WSP at one point for benchmarking and
learning. Nyeri WSP also provided technical support to the Association especially in
the training on NRW as well calibration of equipments for the Association and other
members.
Special thanks:
On behalf of the Executive Board, the Secretariat and all Members, the WASPA Chairman,
wishes to thank all the WSPs who prepared to make their sharing during good practices
dissemination workshop. Inevitably this would not have been a success without the active
participation of other members (both WSPs and other) who attended the workshop.
Special appreciation is also extended to the program’s implementing partners who
provided technical and financial resources to develop the program that is currently
anchored in the WASPA Strategic Plan 2013 – 2017. The European Union, Vitens Evides
International, SNV Kenya, KEWI, GIZ as well as WASREB have been very close to the heart
of the program.
It is our hope that this product/service will be facilitated to benefit all the WSPs now and in
the future.

Report of the WASPA`s Good Practices - WASPA

Transcription

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